ABSTRACT
This chapter focuses on the development of global leaders in larger firms. It discusses the general leadership methods that apply to global leadership development (GLD), conceptual issues that underlie effective GLD, and three examples of firms that have very different GLD initiatives and how they each can positively affect GLD. Formal learning, developmental learning, and varying levels of experiential learning are all important and complementary and have a part in the development of global leaders. The Kozai Group developed a useful model that indicates the process most individuals tend to follow through the learning process to develop greater global leadership competencies. The first step in the transformation process is to experience events that act as trigger events. Formal learning is a broad umbrella that includes many different types of learning strategies, including but not limited to traditional seminars, webinars, case studies, assessments, games and role-plays, lecture, and so on.
